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- Over the past 15 years, India has emerged as the offshore hub for US CPA firms.
- The promise was simple: global exposure, marquee clients, and over-the-top pay packages that only a few domestic firms could match.
- But as operations ballooned, a new reality emerged…A career crisis: stagnation at the top.
- Here’s what’s really happening and why leaders need to take notice.
The client-facing myth
We asked several mid-senior leaders in an India-based offshore US CPA setup a direct question: Have you ever pitched a client independently?
In most cases, the answer is no.
You sit on calls, you manage work, but real responsibility (Pricing, Client relationships, growing accounts)…That sits in the US.
Infact an ex-Audit Director summed it up well:
“Go to a senior director working in a US CPA firm’s India setup, ask them, ‘Have you ever directly presented a pitch to a client?’ Out of ten, at least eight will say no. Many of them have never even faced the client directly.
Firms often cite US client calls as evidence of exposure. But being on client calls doesn’t mean you’re client-facing.”
Another leader points out: “Very few offshore CPA firms genuinely treat US and India roles equally. In 80% of cases, they don’t.”
No network
Start your career in a domestic Indian firm, and over 15 years, you’ve built relationships with CFOs, promoters, and high-value clients…A network you can leverage if you ever want to start your own practice.
Start in a USI or GCC setup, and the story is different.
Sure, you get global exposure, but those connections rarely translate into real opportunities back home.
It’s no surprise that many mid- and senior-level professionals eventually leave India’s big offshore US CPA firms.
Also read: Deloitte’s Romal Shetty says: India’s next biggest job creator? GCCs
Too many managers, too few promotions
For the ambitious professionals, becoming a Partner at one of these offshore US CPA firms in India is the end goal.
Fifteen years ago, that path would’ve been way easier achieve as India’s captive CPA centres were still growing.
Today, nearly every top 50 US CPA firm has a presence across Mumbai, Delhi, Bengaluru, Hyderabad, and increasingly in tier-2/3cities.
But as these firms grow, one major challenge becomes very clear:
- Mid-level leadership layer thickens.
- Partner seats become limited, with even fewer roles carrying true P&L responsibility.
As one leader puts it:
“As CPA firms grow, the promotion funnel narrows over time. Especially at the senior manager and director levels, it becomes extremely crowded.
Hard work alone isn’t enough. No matter how much blood, sweat, and tears you put in, the competition is fierce.
Ambitious professionals can see the math clearly.”
Also read: CAs earn 2–3x more in Global Capability Centres?
So, what actually defines a “Global” career now
India’s US CPA ecosystem has matured. And we have to acknowledge the thousands and thousands of careers that have been built over the years.
Even graduates have been drawn to offshore firms and built successful careers at eye-popping compensation.
But careers inside it are hitting a ceiling.
With costs rising and competition intensifying, the “old offshore promise” (Titles, big logos) is no longer enough.
The next generation of leaders will be defined more by:
- Client ownership (Delivery excellence has become the default expectation…Client ownership has not)
- Market credibility
- Revenue responsibility
- Decision-making authority
Wrapping up…
So the question becomes: How do we bridge the gap between a US director’s and an Indian director’s responsibilities?
Ultimately, a manager in India should be equal, in capability, exposure, and responsibility to a senior manager sitting in the US. That parity is critical.
The uncomfortable truth is this: If your role doesn’t let you build relationships, influence revenue, or shape strategy…The ceiling is already in place, no matter what your business card says.
And that is the real conversation the industry needs to have.
FAQs
1) What is the growth path in offshore US CPA firms in India?
The structure in an offshore/GCC organisation in India follows a layered, globally aligned team model similar to consulting/Audit service delivery:
- Analyst / Associate – junior delivery resources
- Senior Associate – leads small workstreams
- Manager – coordinates teams and ensures quality
- Senior Manager – runs large workstreams or functions
- Director / Vice President – strategic delivery leadership
- Partner / Managing Partner – business and capability leadership
2) What are the responsibilities of Indian leaders in offshore CPA Firms?
Responsibilities of offshore partners/directors (India) usually include:
- Execution Focus: Deliver audit, tax, compliance, reporting, analytics, and internal control testing; work is structured and repeatable, often driven by onshore leadership expectations.
- Client Interaction: Limited direct ownership of clients; client contact is often coordinated through onshore teams.
- Strategy: Operational focus, improving delivery excellence and process quality; strategic input is in execution improvements, not client revenue strategy.
3) Do you get client ownership in offshore US CPA firms in India?
No. Offshore partners/directors often operate primarily within internal firm functions, focusing on managing teams, delivery quality, and operational excellence. They don’t directly own client relationships or impact revenue growth.
On the other hand, US Office Partners / Directors:
- They typically own client relationships, develop strategy, and expand service offerings. They are responsible for winning engagements and retention.
- US Office Partners / Directors have direct responsibility for P&L, pricing strategy, client negotiation, and accountability for profitable growth.
This difference is a key reason many professionals cite career ceiling challenges.
(Based on conversations with employees across US CPA firms in India.)
